Corporate Strategy

Chapter 2: Resources

1. Business-Unit Strategy
战略业务单元

2. Resources – Resource-Based View (RBV) 

 资源基础观 

　资源论的假设是：企业具有不同的有形和无形的资源，这些资源可转变成独特的能力；资源在企业间是不可流动的且难以复制；这些独特的资源与能力是企业持久竞争优势的源泉。

Market based view(which market to compete) + RBV (in which market to compete) = Strategy (competitive advantage)

Types of Reources
- Material/Physical (tangible assets)
- In-material (intangible assets)
- Organizational skills (capabilities)

Rationality for RBV (Why RBV)

1.

- Strategic decisions are affected through the business resources

- additional resources are generated through skills

2. stable/secure when the outside environment is volatile

3. primary profit generater



Specific of RBV (details)

1. Role of manager

2. Dynamic capabilities..

动态能力理论：是指组织为使产品快速地上市、有效地掌握变化万千的商机，以及能否持续地建立、调适、重组其内外部的各项资源与智能来达到竞争优势的一种弹性能力。它诠释了企业是如何创造商业价值的。

Determining factors:

- Processes- Positions

- Development (Path)

Valuable Resources (What make them valuable)
- Demand
- Scarcity

- Acquisition (Appropriability)

Together (overlap) is Value creation zone

From resources to value creation (we will think what makes a company strategy in the view of..)




Resource-orientated Strategy

1. Identity your resources

2. Invest in them

3. Upgrade

4.  (Resources) Leverage
Different business have same resources. (e.g. canon)

(core) and Distinctive Competencies

RBV: Internal Analysis (identify and anaylse your resoures)

(see chapter 2 from a book)

Wal-mart case
 

fullfill 4-criterias: long-term competitive
VRIN

• Valuable 
• Rare 
• In-imitable 
• Non-substitutable 

Chapter 3: Business

how we expand the resource

firm start with single business, have a product, start with the product.

then overtime, firms develop..then diversify from the single business